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Figure 3-3: R&D expenditures in Noord-Holland (NH) and the Netherlands (NL) as a % of(regional) GDP2.00%1.80%1.60%1.40%1.20%1.00%0.80%0.60%businesses (NH)government (NH)HEIs (NH)total (NH)total (NL)0.40%0.20%0.00%1997 1998 1999 2000 2001 2002 2003* Data on regional R&D expenditures are only available until 2003Source: Eurostat (2008)The RIS also identifies several bottlenecks of innovation in the metropolitan region. For instance,there are many initiatives and organizations which are somehow supporting innovative andknowledge-intensive businesses, implying a dispersion of responsibilities and a lack of continuity(KVK, 2008: 17). Another point is that educational and research institutions are insufficientlyexploited as a source of innovation, in the sense that the number of start-ups, spin-offs, as well asthe knowledge transfer from HEIs to companies, is unsatisfactory. Furthermore, new innovativecompanies often experience difficulties in obtaining sufficient financial capital. Despite the factthat enough financial capital is made available, the entrepreneurs are often unable to find thesuppliers of capital or write inadequate business plans. In other words, demand for and supply ofcapital often do not match. In response to this issue, the Amsterdamse Innovatiemotor (AIM), haslaunched a financing desk (financieringsdesk); a website that links entrepreneurs with suppliers offinancial capital. Other key priorities that are stated in the RIS are the need for large-scalebusiness parks and the international promotion of the Amsterdam metropolitan area as a highlyinnovative region with a good living and working climate, for instance by organizing a variety ofevents with an international profile.Box 3-1: Innovation in the Amsterdam metropolitan region, key organizationsPieken in de Delta Noordvleugel: Pieken in de Delta programme of the Ministry of EconomicAffairs; allocates funds to support projects in the Amsterdam metropolitan region in the followingfive designated areas: creative industry, tourism, innovative logistics and trade, life sciences(including the medical cluster), and knowledge intensive business services. Pieken in de Delta is60
a nation-wide innovation programme that identifies promising clusters and makes funds availableto stimulate these clusters. However, it is not an executive body that distributes the funds tospecific micro scale initiatives. This task has been given to SenterNovem.Subsidieprogramma Kennisexploitatie (SKE): SKE is an initiative of TechnoPartner, anorganization established by the Ministry of Economic Affairs and the Ministry of Education,Culture and Science. SKE provides subsidies to knowledge institutions and companies with thegoal to support ‘techno-starters’.Syntens: Innovation network that helps to connect SME entrepreneurs with knowledgeinstitutions. It provides information and advice to SMEs in order to promote innovation inbusinesses. Syntens is a foundation financed with government funds, primarily from the Ministryof Education, Culture and Science. Syntens employs 270 innovation advisors and provides 20,000advises to SMEs yearly. It has 15 branches in the Netherlands, including one in Amsterdam.Netherlands Chambers of Commerce (Kamers van Koophandel): The Netherlands Chambersof Commerce manages the trade register for the entire business sector. The Chamber’s other tasksare to provide Dutch entrepreneurs with information, stimulate regional trade and industry, andadvise local and regional government. There are 44 Chambers of Commerce in the Netherlands,of which six are located in the Amsterdam metropolitan region. The Chambers of Commerce alsohave a regional agenda. They identify regional and local priorities and develop a vision on theregional and local economy. Based on this vision the Chambers of Commerce develop activitiesto stimulate the regional and local economy.Amsterdamse Innovatiemotor: The Amsterdamse Innovatiemotor (AIM) is an innovationnetwork established by local governments, research universities, Chambers of Commerce and thebanking sector. It is an initiative of the Kenniskring Amsterdam. AIM’s aim is to maintain andconsolidate the leading position of the Amsterdam region in the knowledge economy. AIMstimulates economic activity around an array of selected innovative clusters: creative industry,ICT, life sciences, sustainability, and trade and logistics.Kenniskring Amsterdam: The Kenniskring is a networking organization consisting ofrepresentatives from industry, education and science, and local government. The KenniskringAmsterdam (KKA) aims to stimulate knowledge transfer, strengthening and expanding theregional knowledge infrastructure, and stimulating and initiating new ideas and cooperativeclusters. The Kenniskring is the broadest and most important innovation network of theAmsterdam metropolitan region. It is of vital importance in establishing personal ties acrossindustry, education and government sector. It helps to isolate shared strategic objectives, but thefollow-up on these issues is subsequently left to the initiative of the members themselves. Ifcoalitions arise from the Kenniskring, they are thus formed in a bottom-up manner.Amsterdam Topstad: Amsterdam Topstad is a programme initiated by the municipality ofAmsterdam to strengthen the regional economy and improve the international settlement climateof Amsterdam. The Amsterdam Topstad programme is based on eight goals: ‘optimally facilitateexpats’, ‘building an open and hospitable city’, ‘developing top education: Harvard on theAmstel’, ‘facilitate creative talents, career makers and cross-overs’, ‘optimalize ICTinfrastructure, content and applications’, ‘stimulate knowledge valorization and businesses in thelife sciences’, ‘Amsterdam as a sustainable city’, ‘profiling Amsterdam as an event city andconducting city marketing’. Together with regional partners Amsterdam Topstad employsinitiatives that further these aims, such as the opening of an ‘Expat Center’ to facilitate expats inAmsterdam. Around 100 local and regional governments, HEIs and businesses participate in the61
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Please cite this paper as:SEO Econo
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2.3 Higher education and the labor
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6.3 Mechanisms to promote regional
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Table 4-4: Completion rates of diff
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LSCA Life Sciences Center Amsterdam
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such as regional authorities and th
Page 17 and 18: 1. OVERVIEW OF THE REGION1.1 Introd
Page 19 and 20: the southEastern part of Amsterdam
Page 21 and 22: elatively bad accessibility of the
Page 23 and 24: metropolitan area exceeded that of
Page 25: egion suffer from one of the follow
Page 28 and 29: Figure 1-7: Dropouts secondary educ
Page 30 and 31: Figure 1-9: Employment in Amsterdam
Page 32 and 33: high-tech sectors is relatively hig
Page 34 and 35: 1.4.4 Labor market indicatorsTable
Page 36 and 37: The central government is responsib
Page 38 and 39: implemented. There is also an admin
Page 41 and 42: 2 CHARACTERISTICS OF THE HIGHER EDU
Page 43 and 44: Source: MinOCW (2007a: 68), EU (199
Page 45 and 46: (ibid: 83). In part, this new syste
Page 47 and 48: Table 2-1: Student enrolment at UAS
Page 49 and 50: Figure 2-5: Students at universitie
Page 51 and 52: Figure 2-6: Participation in tertia
Page 53 and 54: also show a continued high demand f
Page 55 and 56: not receive funding from the govern
Page 57 and 58: of diplomas awarded and the number
Page 59: decision is up to the HEI itself. I
Page 62 and 63: Figure 3-1: Components of an innova
Page 64 and 65: 3.2.3 National funding frameworkThe
Page 66 and 67: challenge for the years to come wil
Page 70 and 71: Amsterdam Topstad programme.Creativ
Page 72 and 73: 3.5.3 Life SciencesGiven the high l
Page 74 and 75: Figure 3-4: Employment in Amsterdam
Page 76 and 77: years. Employment in the trade and
Page 78 and 79: employment has no upward or downwar
Page 80 and 81: and more efficient exploitation of
Page 82 and 83: mostly happens in the context of R&
Page 84 and 85: income related to IP rights. The fa
Page 86 and 87: Figure 3-6: Regional innovation sys
Page 88 and 89: HEIs to play this role, as it draws
Page 91 and 92: 4 CONTRIBUTION OF TEACHING & LEARNI
Page 93 and 94: housing market, on the ‘buying ma
Page 95 and 96: transport, finance, financial manag
Page 97 and 98: HvA participates in several initiat
Page 99 and 100: 4.4 Student recruitment and regiona
Page 101 and 102: 4.4.1.2 Recruitment of foreign stud
Page 103 and 104: • HvA has made its educational pr
Page 105 and 106: The HEIs have several external and
Page 107 and 108: Table 4-4: Completion rates of diff
Page 109 and 110: 4.7 Enhancing the regional learning
Page 111 and 112: 4.8 ConclusionTable 4-6: SWOTStreng
Page 113: Amsterdam is matched by a relative
Page 116 and 117: The challenge for future social pol
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The VU likewise develops research p
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directing, documentary directing, s
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the university to improve its energ
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6.1 Introduction6 CAPACITY BUILDING
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Figure 6-1: Organization chart Vrij
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There are also examples of more spe
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Box 6-2: Obstacles for collaboratio
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eyond labor market studies, there a
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7 CONCLUSIONS: MOVING BEYOND THE SE
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…requires different forms of coop
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at higher levels in order to mainta
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to increase the interaction between
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mobility in the world is slackening
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ecause they are better informed abo
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REFERENCESAalders, R., A. Bakkeren,
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EZ Amsterdam (2006), “Research Bu
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MinOCW (2007a), “The Education Sy
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SER (2008), “Duurzame Globaliseri
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Versleijen, A., van der Meulen, B.,
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Institution City Type ofHEIANNEX B:
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Groningenculture)Hogeschool Amsterd
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ANNEX C: KEY ECONOMIC INDICATORSTab
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ANNEX E: REGIONAL PARTNERSHIPS OF A
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AmsterdamUniversity CollegeOther re
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ANNEX F: BUSINESSES REPRESENTED IN
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GLOSSARYBologna DeclarationForeign
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